Many project teams are currently struggling with an executing process for Building Information Modeling (BIM). This is partially due to the incompatibilities between information content and the data formats created by different stakeholders during a construction project lifecycle. It is also due to the need to modify the typical project processes to leverage the full benefits and capabilities of BIM. This proposed research aims to develop a process mapping procedure for planning the BIM implementation on a project, which will lay the foundation for a methodology to create generic process maps for tasks supported by BIM. The project team can then develop project specific process maps taking the given maps as templates. These process maps aim to specifically answer what exact information is to be exchanged by whom, to whom, and when. The process planning concept advocates to assist the owners and different project stakeholders in making the implementation decisions early on, and to assist in a smooth transition between various parties involved during various phases.
1. BIM Project Execution Planning Process
The development of BIM is flourishing, yet it carries many of the problems of the past. These problems are primarily related to a lack of sharing of information between lifecycle phases, since many practitioners are still focused on their phase(s) of the project and fail to recognize their stewardship role in the overall lifecycle of the facility. In order for BIM to be fully implemented and its potential fully realized, it must allow for the flow of information from one phase to the next, from inception onward (National Institute of Building Sciences 2007). This can effectively only be achieved through open standards, such as the Industry Foundation Classes (IFCs) for exchanging building information. However, direct use of IFCs alone is not possible. It is also noteworthy here, that the decision of implementing BIM on a project is often dependent on the project characteristics, the parties involved, commitments, situations and challenges on a project or within the company. Agreements among stakeholder representatives must be created to define what specific information is to be provided by whom, to whom, and when.
The goal for of this process planning concept is to assist the facility owners in making the implementation decisions early on, and to assist in a smooth transition between various parties involved during the different project phases. In doing so, the process planning concept advocates that the entire project team, with the processes mapped out for various BIM related tasks, should hold meetings to discuss at the beginning of the project, on which formats to use, and for each party to set up whatever data translation facilities may be needed and to test the conversions before the project is fully under way.
It is critical that the BIM Execution Plan is not developed in isolation as shown in Fig. 1. No one party within a construction project can adequately outline the execution plan while also obtaining the necessary team member commitments to BIM implementation.
Fig. 1. Project Execution Planning Process
2. Goal
First, a process mapping procedure for planning the BIM implementation on a project needs to be created. This will lay a framework for creating generic process maps for tasks supported by BIM which can be used by all project teams. At the same time, it will be most beneficial for the project team to take these process maps as a template and develop the team’s own process maps specifically tailored for the project at hand and developed from the company’s standard implementation procedures.
These generic process maps will guide the the project team to specifically answer “what” information needs to be exchanged, “when” during the construction project, and “who” is responsible for the information creation.
3. Literature review
To develop a process mapping procedure and generic process maps for the BIM related tasks, it is necessary to look at the current efforts on BIM information exchange in the industry.
3.1 Process Mapping
Process maps are a visual aid for organizing work processes with links between inputs, outputs, and tasks (Klotz 2008). It describes the flow of activities within the boundary of a particular topic. The concept of process however, lacks a commonly agreed definition. A typical definition is: a set of partially ordered steps intended to reach a goal (Feiler and Humphrey 1992).
A process map is used to understand:
The tasks (activities) performed within a business process,
The sequence in which they are carried out,
The actors (people/organizations) involved in the process, and
The information that is exchanged between actors as a result of activities being completed.
3.2 Process Modeling in the Construction Industry
Several different types of process models have been used in the construction industry to analyze processes. The process models relevant to the study are presented in this section. The review presented is representative and not comprehensive, since there are many ongoing research efforts in the field of construction process modeling.
Sanvido et al. (1990) developed the Integrated Business Process Model (IBPM) as a generic model which establishes the processes required to provide a facility. The ‘provide facility’ process, refer to Fig. 2, was subdivided into managing, planning, design, construction and operations of a facility.
Fig. 2. Provide Facility (Sanvido et al. 1990)
This particular model used the IDEF0 modeling methodology and identifies the inputs, outputs, constraints and mechanisms associated for each function. The basic concept of IDEF0 syntax, refer Fig. 3, consists of boxes and arrows with the activity represented by a rectangular box and the flow of a process with arrows.
Fig. 3. IDEF0 Box and Arrow graphics (Integrated Definition Methods)
Another attempt by a research team at the University of Salford in the UK, in conjunction with nine collaborating companies, was the Generic Design and Construction Process Protocol, or the Process Protocol , which essentially breaks down the design and construction process into 10 distinct phases, shown in Fig. 4. These 10 phases are grouped into 4 broad stages, namely Pre-Project, Pre-Construction, Construction and Post-Construction. These phases cover aspects of a project lifecycle from the demonstration and conception of need to the operation and maintenance of the constructed and/or refurbished facilities.
The map draws from principles developed within the manufacturing industry that include stakeholder involvement, teamwork and feedback, and reconstructs the design and construction teams to create multi-functional group of participants called the ‘Activity Zones’. These activity zones are represented on the Y-axis of the process protocol and represent structured set of tasks and processes which guide and support work towards a common objective (Kagioglou et al. 2000).
Fig. 4. The Generic Design and Construction Process Protocol model (Kagioglou et al. 2000)
In a continued attempt by the same group with additional expertise from Loughborough University, the Process Protocol Level II was created, the primary deliverable of which was to create sub process maps of the eight Activity Zones that exist within the original Generic Design and Construction Process Protocol model (Fleming et al. 2000).
The Process Protocol is mapped using no standardized format as such. Visio was used as a diagramming tool and an original process map template was developed which depicts the ownership of a process, the process name, and the participant involved; which was necessary for the successful completion of a project as shown in the Fig. 5.
Fig. 5. Process Symbol (Fleming et al. 2000)
None of the process maps discussed specifically focus on the tasks which a project team must perform to effectively implement BIM on a project level. The existing models are also not adequate for supporting the strategic decisions to be made by a construction team since a lot of information handover is required encompassing many specific BIM tasks, enterprise information and other external information. Therefore, a new process planning methodology is needed to assist the project teams in successfully analyzing the strategic decisions and implementing BIM within construction organizations.
3.3 BPMN Modeling Methodology
The preferred approach for developing a process map within the Execution Guide is to use the BPMN. The reasons for adopting this notation over other methods such as IDEF0 are:
It is supported as an emerging standard by the Object Management Group (OMG).
It has a better capability to express business process.
There are several available software tools that range from fairly simple, free benefits to extensive industrial strength solutions. For the purpose of demonstrating the use in this research, the TIBCO software application will be used to create Process Maps.
The notation has a conversion method to the Business Process Execution Language for Web Services which is emerging as a standard XML based approach for workflow control.
It is the notation used in the IDMs, therefore there is a possibility to better integrate with the detailed information exchange mapping initiatives.
4 Procedure to Develop Process Maps for BIM Execution
4.1 Basic Components for the BIM Process Planning Framework
Bjork (1992) based the construction process entity on three categories: activities, results, and resources; reporting that an activity uses resources to produce results. Basing the process planning procedure on a similar premise, the essential components for the BIM process planning framework, thus, are (refer Fig. 10):
Activity: lies at the very kernel of the framework since they have relationship with the results the produce, the resources they use and the agents that perform them. Also, the activity entity has relationship with other activities in the process.
Result: defined by the document, BIM model, or service which forms the core of the information exchange requirements. The result entity could either be a final or an intermediate product, usually specified by the contract.
Resources: defined as an entity which is consumed or used. This would generally fall under two categories: enterprise resources and external/other resources.
Agent: any organization, department or a person which participates or is responsible for a particular activity. Agents usually have decomposition hierarchies of their own – e.g. department/project group or team.
4.2 Strategy to Develop the Procedure for Process Maps
Based on the framework model discussed, four key steps have been identified to develop the procedure:
Identify the agent involved,
Identify the set of activities that make up a particular task,
Identify the intermediate and end result for every activity, and
Identify what resources will be consumed for the completion of the task.
4.3 Process Modeling Procedure
Procedure is defined as a sequence of steps which include the preparation, conduct and completion of a task. It usually defines the rules that should be followed by an individual or group to carry out a specific task. A procedure is usually required when the task to be performed is complex or is routine and required to be performed consistently (Lee et al. 2000).
With reference to the present work, the procedure defines the steps which a project team will follow to create process maps for generic level process maps for BIM related tasks. The steps which are still under development include:
Step 1: Hierarchically decompose the task into a set of activities.
Step 2: Define the dependency with other activities.
Step 3: To break up every activity within the task (repeat a-c)
a. RESOURCE: Identify the resource to be used
b. RESULT: Define intermediate and final results in the form of BIM models, and the information exchange required for the activity.
c. AGENT: the agent performing the activity.
Step 4: Check if the results have been met – eg: decision making criteria, entry – exit criteria.
Step 5: The feedback to be provided to other agents concerned (eg: the client for his approval of the estimation, the designer etc.)
Step 6: Document, review and redesign this process for further use.
4.4 Process Mapping Structure
A sample process map developed for the BIM process-‘develop assembly cost estimation’ is presented in Appendix 1.
4.4.1 Planning the Information Requirements for an Activity
An activity is denoted by a rectangular box (usually a rounded rectangular box) as shown in Fig. 11. The name of the activity is usually expressed as a ‘verb phase’ in the form of action object. These activities may also be ‘compound’ meaning that it may be broken down further into sub-processes. The information requirements for an activity are:
• The responsible party or the agent,
• Representative applications to do that task, and
• Inputs(resources) and outputs(results) to that activity
Fig. 11. Information requirements for an Activity
4.4.2 Process Map Representation
Processes are mapped using the framework shown in Fig. 12 which includes four swimlanes:
• External information: contains all information required from external /other sources,
• Enterprise information: shows all the information requirements from the company,
• Process: details out the process for the particular BIM task,
• Building Information Model: shows the information exchange requirements.
Fig. 12. Terminology used in process mapping
A more detailed example of process mapping for ‘Develop assembly cost estimate’ is elaborated in Appendix X.
Table of Contents
ABSTRACT
Many project teams are currently struggling with an executing process for Building Information Modeling (BIM). This is partially due to the incompatibilities between information content and the data formats created by different stakeholders during a construction project lifecycle. It is also due to the need to modify the typical project processes to leverage the full benefits and capabilities of BIM. This proposed research aims to develop a process mapping procedure for planning the BIM implementation on a project, which will lay the foundation for a methodology to create generic process maps for tasks supported by BIM. The project team can then develop project specific process maps taking the given maps as templates. These process maps aim to specifically answer what exact information is to be exchanged by whom, to whom, and when. The process planning concept advocates to assist the owners and different project stakeholders in making the implementation decisions early on, and to assist in a smooth transition between various parties involved during various phases.1. BIM Project Execution Planning Process
The development of BIM is flourishing, yet it carries many of the problems of the past. These problems are primarily related to a lack of sharing of information between lifecycle phases, since many practitioners are still focused on their phase(s) of the project and fail to recognize their stewardship role in the overall lifecycle of the facility. In order for BIM to be fully implemented and its potential fully realized, it must allow for the flow of information from one phase to the next, from inception onward (National Institute of Building Sciences 2007). This can effectively only be achieved through open standards, such as the Industry Foundation Classes (IFCs) for exchanging building information. However, direct use of IFCs alone is not possible. It is also noteworthy here, that the decision of implementing BIM on a project is often dependent on the project characteristics, the parties involved, commitments, situations and challenges on a project or within the company. Agreements among stakeholder representatives must be created to define what specific information is to be provided by whom, to whom, and when.The goal for of this process planning concept is to assist the facility owners in making the implementation decisions early on, and to assist in a smooth transition between various parties involved during the different project phases. In doing so, the process planning concept advocates that the entire project team, with the processes mapped out for various BIM related tasks, should hold meetings to discuss at the beginning of the project, on which formats to use, and for each party to set up whatever data translation facilities may be needed and to test the conversions before the project is fully under way.
It is critical that the BIM Execution Plan is not developed in isolation as shown in Fig. 1. No one party within a construction project can adequately outline the execution plan while also obtaining the necessary team member commitments to BIM implementation.
Fig. 1. Project Execution Planning Process
2. Goal
First, a process mapping procedure for planning the BIM implementation on a project needs to be created. This will lay a framework for creating generic process maps for tasks supported by BIM which can be used by all project teams. At the same time, it will be most beneficial for the project team to take these process maps as a template and develop the team’s own process maps specifically tailored for the project at hand and developed from the company’s standard implementation procedures.These generic process maps will guide the the project team to specifically answer “what” information needs to be exchanged, “when” during the construction project, and “who” is responsible for the information creation.
3. Literature review
To develop a process mapping procedure and generic process maps for the BIM related tasks, it is necessary to look at the current efforts on BIM information exchange in the industry.3.1 Process Mapping
Process maps are a visual aid for organizing work processes with links between inputs, outputs, and tasks (Klotz 2008). It describes the flow of activities within the boundary of a particular topic. The concept of process however, lacks a commonly agreed definition. A typical definition is: a set of partially ordered steps intended to reach a goal (Feiler and Humphrey 1992).A process map is used to understand:
3.2 Process Modeling in the Construction Industry
Several different types of process models have been used in the construction industry to analyze processes. The process models relevant to the study are presented in this section. The review presented is representative and not comprehensive, since there are many ongoing research efforts in the field of construction process modeling.Sanvido et al. (1990) developed the Integrated Business Process Model (IBPM) as a generic model which establishes the processes required to provide a facility. The ‘provide facility’ process, refer to Fig. 2, was subdivided into managing, planning, design, construction and operations of a facility.
Fig. 2. Provide Facility (Sanvido et al. 1990)
This particular model used the IDEF0 modeling methodology and identifies the inputs, outputs, constraints and mechanisms associated for each function. The basic concept of IDEF0 syntax, refer Fig. 3, consists of boxes and arrows with the activity represented by a rectangular box and the flow of a process with arrows.
Fig. 3. IDEF0 Box and Arrow graphics (Integrated Definition Methods)
Another attempt by a research team at the University of Salford in the UK, in conjunction with nine collaborating companies, was the Generic Design and Construction Process Protocol, or the Process Protocol , which essentially breaks down the design and construction process into 10 distinct phases, shown in Fig. 4. These 10 phases are grouped into 4 broad stages, namely Pre-Project, Pre-Construction, Construction and Post-Construction. These phases cover aspects of a project lifecycle from the demonstration and conception of need to the operation and maintenance of the constructed and/or refurbished facilities.
The map draws from principles developed within the manufacturing industry that include stakeholder involvement, teamwork and feedback, and reconstructs the design and construction teams to create multi-functional group of participants called the ‘Activity Zones’. These activity zones are represented on the Y-axis of the process protocol and represent structured set of tasks and processes which guide and support work towards a common objective (Kagioglou et al. 2000).
Fig. 4. The Generic Design and Construction Process Protocol model (Kagioglou et al. 2000)
In a continued attempt by the same group with additional expertise from Loughborough University, the Process Protocol Level II was created, the primary deliverable of which was to create sub process maps of the eight Activity Zones that exist within the original Generic Design and Construction Process Protocol model (Fleming et al. 2000).
The Process Protocol is mapped using no standardized format as such. Visio was used as a diagramming tool and an original process map template was developed which depicts the ownership of a process, the process name, and the participant involved; which was necessary for the successful completion of a project as shown in the Fig. 5.
Fig. 5. Process Symbol (Fleming et al. 2000)
None of the process maps discussed specifically focus on the tasks which a project team must perform to effectively implement BIM on a project level. The existing models are also not adequate for supporting the strategic decisions to be made by a construction team since a lot of information handover is required encompassing many specific BIM tasks, enterprise information and other external information. Therefore, a new process planning methodology is needed to assist the project teams in successfully analyzing the strategic decisions and implementing BIM within construction organizations.
3.3 BPMN Modeling Methodology
The preferred approach for developing a process map within the Execution Guide is to use the BPMN. The reasons for adopting this notation over other methods such as IDEF0 are:
4 Procedure to Develop Process Maps for BIM Execution
4.1 Basic Components for the BIM Process Planning Framework
Bjork (1992) based the construction process entity on three categories: activities, results, and resources; reporting that an activity uses resources to produce results. Basing the process planning procedure on a similar premise, the essential components for the BIM process planning framework, thus, are (refer Fig. 10):4.2 Strategy to Develop the Procedure for Process Maps
Based on the framework model discussed, four key steps have been identified to develop the procedure:4.3 Process Modeling Procedure
Procedure is defined as a sequence of steps which include the preparation, conduct and completion of a task. It usually defines the rules that should be followed by an individual or group to carry out a specific task. A procedure is usually required when the task to be performed is complex or is routine and required to be performed consistently (Lee et al. 2000).With reference to the present work, the procedure defines the steps which a project team will follow to create process maps for generic level process maps for BIM related tasks. The steps which are still under development include:
Step 1: Hierarchically decompose the task into a set of activities.
Step 2: Define the dependency with other activities.
Step 3: To break up every activity within the task (repeat a-c)
a. RESOURCE: Identify the resource to be used
b. RESULT: Define intermediate and final results in the form of BIM models, and the information exchange required for the activity.
c. AGENT: the agent performing the activity.
Step 4: Check if the results have been met – eg: decision making criteria, entry – exit criteria.
Step 5: The feedback to be provided to other agents concerned (eg: the client for his approval of the estimation, the designer etc.)
Step 6: Document, review and redesign this process for further use.
4.4 Process Mapping Structure
A sample process map developed for the BIM process-‘develop assembly cost estimation’ is presented in Appendix 1.4.4.1 Planning the Information Requirements for an Activity
An activity is denoted by a rectangular box (usually a rounded rectangular box) as shown in Fig. 11. The name of the activity is usually expressed as a ‘verb phase’ in the form of action object. These activities may also be ‘compound’ meaning that it may be broken down further into sub-processes. The information requirements for an activity are:• The responsible party or the agent,
• Representative applications to do that task, and
• Inputs(resources) and outputs(results) to that activity
Fig. 11. Information requirements for an Activity
4.4.2 Process Map Representation
Processes are mapped using the framework shown in Fig. 12 which includes four swimlanes:• External information: contains all information required from external /other sources,
• Enterprise information: shows all the information requirements from the company,
• Process: details out the process for the particular BIM task,
• Building Information Model: shows the information exchange requirements.
Fig. 12. Terminology used in process mapping
A more detailed example of process mapping for ‘Develop assembly cost estimate’ is elaborated in Appendix X.